Introduction

In case of business organisations, attribution theory shall be intended for assisting the individuals to understand causes pertaining to human behaviours. In general, the theory can be noted to be affiliated with perceptions concerning the personnel in workplace. The overall purpose of the report present is for discussing about attribution theory for organisational behaviour. The report shall also present description of roles pertaining this theory to explain behaviour at the workplace by way of using evidences and examples. This report presents varied aspects linked with organisational behaviour, concepts and implications concerning attribution theory. In addition, this report shall present discussion on use as well as roles of the theory to understand perceptions or behaviours of personnel in an organisation.

Conceptual Background

For understanding the theory of organisational behaviour, it shall be essential for knowing with respect to organisational behaviour. Organisations cannot get framed solely by way of using buildings or machinery (Hewett et al., 2018). Most importantly, it shall need people who have to interact amongst one other for achieving the collective objectives of their organisation. In essence, organisational behaviour aids to understand what people in a workplace shall think as well as act on in an organisation. The same entails investigation of effects that the organisational structure, individuals and groups have over the behaviours within concerned organisations to apply knowledge for purposes of enhancement in the effectiveness of concerned organisation. There can noted to be varied reasons for organisations in using the theories relating to organisational behaviour (Hewett et al., 2018). In effect, the critical reason shall represent major challenges, that the organisation shall face while adjusting within diverse set of work environments. In this context, companies shall become highly diverse with respect to gender, ethnicity and race. All of the theories concerning organisational behaviour shall be created to understand key aspects concerning organisation and people. Attribution theory concerning organisational behaviour (“OB”) has been created for understanding perceptions as well as for using in the process of decision making at an organisational level (Hewett et al., 2018).

Attribution theory concerning OB has been introduced for explaining the manner in which assessment of individuals gets undertaken using varied ways on the basis of meanings that is attributed to specific behaviour. In general, this theory focusses on ways in which one perceives the behaviour concerning individuals (Hewett et al., 2018). The same represents a crucial theory within organisations as the same could assist relevant top management for understanding reasons with respect to the behaviours of employees. The same can in addition aid the concerned employees to understand the varied thoughts pertaining to their behaviours. If an understanding pertaining to the reasons for behaving on a specific way as well as the reasons of other people in the same environment behave so is gained, the same shall illustrate that one has advanced levels of understanding over oneself, others as well as overall organisation. The perceptions relating to reasons for behaviours could affect the judgment as well as actions pertaining to managers and employees. The same could play a critical role for the overall motivation process. In effect, attribution theory as a methodology shall focus on the ways in which people shall make critical explanations (Hewett et al., 2018). The same essentially explains causes behind the behaviour, and these causes behind can either be internal or else external.

Organizational Behaviour & Attribution Theory

Attribution theory shall encompass a process with three steps and the same includes: [1] observing the specific behaviour, whether the same being one’s own or else behaviour of other people, [2] determine whether the behaviour observed has been intentional, and [3] lastly, attribute the behaviour observed (Buchanan & Huczynski, 2019). When said behaviour has been attributed, there shall be a specific need for considering some key factors which shall either be external causes as well as internal causes.

The external causes shall be attributed to factors outside of a person that are getting observed. The factors of this nature can never be controlled, like for example, luck, and the factors essentially force a person to act on behaviours motivated by the specific circumstances (Lumineau et al., 2015). Internal causes shall refer to behaviours that has been believed for being under control of the individuals. The factors of this nature shall be those that will be attributed to individuals who are observed. Further, internal factors shall be controlled often. When there are needs to make determination in-between external as well as internal reasons concerning behaviours, the specific person, who is perceiving, need to examine elements concerning distinctiveness, consensus and consistency (Lumineau et al., 2015).

Consistent behaviours can be stated whether the person, who has been observed behaves in the same manner in same situations. In case the person shall act in same manner in same form of circumstances, in that case, consistency pertaining to behaviour shall be higher. In case, the said person shall act in a different manner every time, in that case, the same illustrates consistency to be lower (Lord & Maher, 2015). Distinctiveness pertaining to behaviour could be defined in whether a person, who has been observed over the same manner across different situations. The same illustrates the said behaviour to be distinctive. In case any of the individuals shall behave in same manner across varied situations, the same shall mean distinctiveness to be lower, while said person shall react in a different manner across different situations, meaning the distinctiveness to be higher (Lord & Maher, 2015).

Distinctiveness, consensus and consistency shall be assessed at a time to observe the behaviours as well as post that decision specific internal /external causes concerning behaviour shall be undertaken. When all of the three different aspects shall be high, concerned observer shall determine in that there being certain external causes to behaviour. In case consistency shall be higher, consensus will be lower. In case distinctiveness shall also be high, in that case, perceiver shall attribute internal causes pertaining to behaviour (Lord & Maher, 2015).

Decision making represents a key function in management (Kavita, 2015). The same entails the choosing of specific action course from varied alternatives that shall be available in situations concerning decision-making. In effect, attribution theory shall be highly critical for the process of decision-making in an organisation. The concerned organisations could employ a rational form of decision model that shall describe the manner in which people need to behave with an aim to maximise organizational outcomes (Kavita, 2015).

Conclusion

On the basis of discussion presented, it shall be highly critical for applying attribution theory for an organisation to understand the behaviours concerning the people in the workplace. The same could benefit individuals to understand on their won as well as behaviour concerning others. There shall be some other factors that could aid people in decision-making process. Further, managers can utilise the various attributions for motivating people to attain success at an organisational level. This theory could be noted to be relevant for study focussed on attitude and perceptions that could result in people to have an effect on their respective self-respect. Hence, it can be concluded in that the attribution theory can manage the manner in which the perceiver shall utilise the information for understanding casual form of explanation concerning any of the specific events.

References

Buchanan, D. A., & Huczynski, A. A. (2019). Organizational behaviour. Pearson UK.

Hewett, R., Shantz, A., Mundy, J., & Alfes, K. (2018). Attribution theories in human resource management research: A review and research agenda. The International Journal of Human Resource Management, 29(1), 87-126.

Kavita, S. (2015). Organizational behaviour: Text and cases. Vikas Publishing House.

Lord, R. G., & Maher, K. J. (2015). Perceptions of leadership and their implications in organizations. In Applied social psychology and organizational settings (pp. 129-154). Psychology Press.

Lumineau, F., Eckerd, S., & Handley, S. (2015). Inter-organizational conflicts: Research overview, challenges, and opportunities. Journal of Strategic Contracting and Negotiation, 1(1), 42-64.